How does 3rdGEAR Analyze a Business?
3rdGEAR utilizes a repeatable process to identify a comprehensive list of issues and opportunities. We don’t want to wade off into the weeds and we want to avoid analysis paralysis. But we do need to identify the high leverage items and/or the constraints that are holding things back and take action.
There are 5 steps in 3rdGEAR’s process:
- Initial assessment- Meet and greet, walk the floor, answer structured questions and figure out if there is a match. There is no cost to this initial assessment and the expected result is a decision: Go or No Go.
- Discovery Process – This is the broad data gathering phase. Management will complete self-assessments in 7 related areas while 3rdGEAR will do its own data collection within and outside the organization.
- Synthesis – Working with management, we probe, challenge, and learn together. You will get tired of the 5 Whys.
- The 3rdGEAR report. This will be a written, confidential report followed by honest, face to face discussion and discovery.
- Action plan. Data and discovery mean little if they don’t translate to action. What is going to be done? Who is going to do it? By when? And how will accountability be managed?
How does 3rdGEAR charge for their services?
Engagement pricing varies based on the scope of the project. Typically projects have 2 pricing components. A portion of the pricing will be billed on a consulting basis and a portion of the project fees will be based on hitting agreed upon success measurements. 3rdGEAR employs a hybrid fee for service and results sharing that makes sense for both sides. At the end of the day, the primary value of our services must be tied to ROI.
How long does it take to complete an engagement?
The length of time for an engagement depends on scope and how aggressive, we together, want to be. Time is money but many things come out better if they are not too rushed and there is some time for deep thought. Generally we find that defining the engagement element over a 3 month period works best for everyone.
Is 3rdGEAR typically involved in the implementation phase?
Generally yes, but our goal is not to extend the engagement. We hate the "get your claws in and bill more hours" methodology. Our goal is to identify the limiting issues, help get things on the right track and get out of the way. Since the largest part of our compensation is directly tied to the improved results, we stay engaged with regularly scheduled accountability reviews.
What are Tim’s academic qualifications?
Tim holds a BS in Ceramic Engineering with a concentration in glass science from the State University of New York at Alfred and an MBA/concentration in marketing from the State University of New York at Buffalo. He has had extensive management and HR training as well as extensive training in financial services. While at Sanctuary, Tim held Series 7, 66, FINRA and SEC registrations.
What is Tim's business background?
Tim started his career in float glass development and manufacturing at the Ford Motor Company working swing shifts and learning how to work with union labor and multiple departments to get things done.
Tim left Ford to get an MBA and then hired into IBM where he worked in semiconductor manufacturing engineering, development, quality and business. As a director at IBM he had P&L responsibility for multiple business units, one with annual sales exceeding $100M while others were start ups from scratch.
After 20 years at IBM, he was recruited away by a former IBM boss to be the Sr. VP of the global quality organization for the privately held semiconductor company, AMIS. While at AMIS, he had responsibility for qualification processes, design for quality, root cause analysis, failure analysis, supplier management, field quality problems and customer quality. He was part of the senior team that took the privately held firm public with a listing on the NASDAQ in 2003. Over the 6 years he was at AMIS, revenue grew nearly 3oo%.
On leaving AMIS, Tim became a small business owner/partner at a financial services company, Sanctuary Wealth Management. He again had direct hands experience with all aspects of the business and was an instrumental part in growing the business nearly 500% over a 9 year period.
Over his career, Tim has led successful initiatives across many types of organizations and in several different industries. He has led implementations of continuous flow manufacturing and LeanSixSigma. As a general manager he has had extensive experience at integrating product development, staffing, sales, manufacturing, supply chain, quality, and customer experiences to deliver successful outcomes.
Tim would describe his greatest skills as identifying root causes of problems and aligning processes and people in new ways in order to produce very positive outcomes.